September 28 & 29, 2020 | Virtual
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I'd focus on costs (planned/actual) internally rather than the price being charged to the customer.
When you are working towards a fixed price milestone, you can determine the cost estimate for achieving that milestone and compare it against the budgeted cost for achieving that milestone to determine how far off the target profit mark you were.
The same is true for the overall project - do your EVA calculations based on cost and then compare your EAC calculations to the contract value to determine how much/little profit you stand to make.
Charles, agree with Kiron, look at the cost, because you want control them.
Even putting the fixprice to BAC I would object, price includes your profit, management reserves, contingencies, material and travel cost, your risk based contingencies, your level of effort work and only then your distributed budget (over the tasks you are tracking for EV). So EV is far away from PV in your case, not good to get a feeling for SPI.
Your manager might want to understand where you are in comparison to the fixed price. But as a PM you need to understand where you are in terms of progress on planned (and distributed) work.
I always tracked EV in 2 currencies: money and effort. There are interesting differences and you need to see both.
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